5 ms·
it's easy to bark orders at everyone below you to create a bunch of documentation and then kick up your feet, light a cigar, thinking you've achieved "systemiza
by thefastlane 10y ago
it's easy to bark orders at everyone below you to create a bunch of documentation and then kick up your feet, light a cigar, thinking you've achieved "systemization" of your company, or some other operational/bureaucratic aspiration which might or might not have a firm grounding in reality.
the harder, narrower road: hire smart people, feed into your team, and do your best to stay out of their way. this is by no means easy -- it's a lot of work putting together a team and leading a team and running interference so they can shine. but it's totally worth it.
(edited for tone and clarity)
- gregpilling 10y agoand the other bit about the harder, narrower road: you don't get to really find out how good the team is, and their plans that you let them run with, until a year or two or more later. But I don't think there is any better solution. I agree that a bunch of documentation without substance is a waste of time, and just corporate smoke and mirrors.
- erikb 10y agoIn some regards this reflects how I experienced many managers. Understanding that a management task needs to be done (e.g., define a business process), then go to an employee below and charge them with doing it. However, a good manager also adds value. If you work as engineer you are exhausted after a programming task and don't really want to write notes down. But you yourself already know that you actually really should do it. Having a manager to motivate you and help you improve your documentation and formatting skills can go a long way to find out what happened in that task 6 months ago.